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Social Marketing 2.0 - The new face of Customer Experience Transformation (with Capgemini and Salesforce.com)

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Blending capabilities at Capgemini with Salesforce.com’s Marketing Cloud platform, this presentation provides a point of view, an approach and related solutions to help marketing teams (and the …

Blending capabilities at Capgemini with Salesforce.com’s Marketing Cloud platform, this presentation provides a point of view, an approach and related solutions to help marketing teams (and the enterprise as a whole) harness the power of the social web to engage customers and transform customer experience.

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  • 1. Social Marketing 2.0 - The new face ofCustomer Experience TransformationFloyd DCosta, Bruno LafargueFebruary 2013
  • 2. Table of Contents The impact and benefits of Social Media on marketing performance Marketing in the new era of social networks Social Marketing 2.0 – Leading Customer Experience Transformation A 5-step approach and maturity index Social Marketing 2.0 with Capgemini and Salesforce.com‟s Marketing Cloud Appendix Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 2
  • 3. Consumers‟ adoption of social media is growing rapidly for both, personal as well as business needs Hyper use of social media There are now over 2.8 billion More than 600 million people log social media profiles, representing into social networks daily  4 out of around half of all internet users 5 internet users visit social networks worldwide and blogs Social networking increased from Updating a microblog increased from 36% of global Internet users to 59% 13% to 24%, and uploading video managing their profile on a monthly increased from 21% to 27% in basis by the end of 2011 20111 In 2012, we shared 415 pieces of In 2012, we checked in 563 times content on Facebook, we spent an on Foursquare, upload 196 hours of average of about 23 minutes a day video on YouTube, and send on Twitter, tweeting a total of around 15,795 tweets countless emails Facebook2 Twitter Google Plus LinkedIn Qzone Groupon Tumblr Renren Pinterest Foursquare Instagram Tagged 25 million Over 1 billion Over 500 Over 400 200 million 500 million 36.9 million 150 million 100 million 25 million 100 million 330 million unique monthly users million users million users members users users users members users users users usersSource: Capgemini Consulting analysis; The Realtime Report; “100 more social media statistics for 2012”, Socialskinny.com; “How Many People Use the Top Social Media?”, Digital Marketing Ramblings, 2013Note: 1 - Monthly „forum‟ contribution declined significantly from 38% to 32%, while blog-writing stagnated at 27% 2 – Statistics as on January 5, 2013 Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 3
  • 4. This hyper appetite for social media has drastically changed what consumers expect from companies in terms of experience Consumer behavior & expectations Since people are consuming social media at a rapid rate, its evolution has an impact on people‟s behavior with companies  Consumers expect companies to be SOCIAL! Consumer Preferences for Company Usage of Social Media Consumer Behaviour and expectations Shift in behaviour? – The „5 WANTS‟ 66 Seek companies to address consumer  Consumers seek “instant 1 Identify service / support issues gratification” with “faster and contact consumer to resolve issues proactively, rather than companies 15 reacting post a complaint 2 response to every question” and “proactive support” from companies 3 Host an online community 50 Seek online community help where on the company website answers are readily available and speed of 18 response is quick & real-time  They want to be able to 4 “choose the channel of 45 Seek companies to listen to consumer communication” so that they get Participate in relevant problems where discussions are led by them communities run by consumers 22 5 “more information from peers over & not companies and above that from companies” 43 Seek firms to monitor discussions, build aMonitor conversations to research repository of consumer issues and researchconsumer issues and requirements 31 to address issues instantly 33 Seek firms to be available on Facebook, Form a group on third party site, Twitter, etc. so that access to company is such as Facebook, LikedIn, etc. 34 quick and user-friendly Agree Disagree 0 10 20 30 40 50 60 70Source: Capgemini Consulting analysis; Customer Think survey, 2009 Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 4
  • 5. However, there is a yawning gap between what consumers want and what companies actually provide Position of companies vis-à-vis consumers  Company-defined process & channels The mismatch is leading to a  Consumer-defined process & channels A  Business owns the conversation BIG  Customer owns the conversation B gap  Reactive model of customer service  Proactive model of customer service Businesses are here Consumers have reached here  Companies still caught in the web of traditional marketing  Consumers increasingly reach out to social channels for support  Features of traditional business model – Usage of channel for support by US consumers 2009 2011  Sales-driven model with organizational-focus An online community 7% 27% Twitter 1% 20%  Deals with operational responses required to manage customer data  Features that consumers desire in a business model -  Limits bidirectional communication with the consumer  Customer-centric model  Companies have only a fledgling interest in usage of social media for marketing, and hence the low adoption  Caters towards customer engagement  Open & direct bidirectional communication with the company via social media  Consumers are looking for more help on social media, not pitches Company support for social media customer activity and interactions 60% 63% 72% 73% “Positive comments Total Retail and Financial Comm. Healthcare Others I post on...” Market Consumer Services "…a ratings / “…an online “…Facebook” “…Twitter” reviews site" forum or Yes, on our discussion group” Base: US online adults 29% 33% 45% 42% 17% 21% website / customer forums “Negative comments Yes, on external 30% 32% 18% 33% 20% 34% I post on...” social media sites 57% 65% 59% such as 72% facebook, twitter, et “Companies are still slow to adopt to social media” “I expect companies to respond to comments and opinions I post in the following places” c.Source: Capgemini Consulting analysis; Forrester surveys, 2011 Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 5
  • 6. With social media at the core of marketing, we envision a model of a customer-centric, socially-integrated organization that primes its focus on overall customer experience Social Marketing 2.0 1 Instant gratification 2-way conversations Customer needs 2 Faster response Focus on customer delight 3 Proactive support Focus on customer 4 Power to choose channel of loyalty communication Effective governance of More information from peers marketing content Attributes 5 than companies Social Integration of the voice- Marketing of-the-customer 2.0 Effective management of customer issuesorganization goals 1 Increasing brand recognition Effective governance of Marketing 2 Reaching a wider audience marketing content 3 Generating sales leads Dedicated social media management team 4 Satisfying customers Social media monitoring tools Social Marketing 2.0 transforms the traditional marketing function into a customer-centric marketing organization with social media at its epicenter – a model that effectively caters to customer needs as well as organizational goals.Source: Capgemini Consulting analysis; Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 6
  • 7. To truly harness the power of social channels, organizations need to proactively monitor, analyze and engage in real-time customer conversations The journey to Social Marketing 2.0 By using a selection of social Customers are creating and ANALYSE what people are then ENGAGE or RESPOND in Finally, industrialize and scale tools and techniques, a PETABYTE of data about saying about them and their consumer conversations by up to encompass the entire company can continually organizations every day competitors… turning this data into real action organization LISTEN to... Social media chatter Social marketing command center Customer engagement Scale Enterprise-wide Leveraging tools… …to support customer needs  Identify customer  Scale up to include the support needs as they entire organization. Span happen across:  Influence product  Brands Level 2 development  Regions Filter the noise Text Search and Case Analytics Monitoring Mgmt.  Connect with people  Business units Scale-Up Engage Opportunities Social having the most impact  Etc Media Level 1 on conversations Monitoring Proactive  Automate routing Sentiment Built-in Threats Response Level 3  Insert the social media conversations to key Business Analysis Intelligence Process team into conversations departments across the Mgmt. with IT decision makers enterprise  Build response road  Integrate social maps for engaging conversations into CRM customers on and other sales and social media support backend systems “Using the Marketing Cloud for monitoring and “Through Dell‟s Social Media Listening and Command One of the biggest subscription television provider in Examples engaging, we looked at the data around Dreamforce Industry- leading Center, we aggregate and find our way through the the United Kingdom leveraged a core CRM platform (#DF12) in real-time, pulling in insights, sharing 25,000 conversations about Dell every day (more and engagement agent solution to capture customer metrics and demographics and publishing our most than 6 million every year)…We‟re monitoring interactions across channels. The solution also popular tweets. Additionally, we displayed conversations in 11 languages 24/7, and each provided for managing cases, leads and knowledge customized Twitter and Chatter towers allowing one is an opportunity to reinforce our brand...” articles to form a Single Customer View attendees to see their conversations in real-time.”Source: Capgemini Consulting analysis Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 7
  • 8. Our proven five-step process provides an effective approach to cut through the noise and turn insight into action Transforming Customer Experience Steps What it means? Step 1: Create a Community of volunteers [A strong Customers are turning to “people like me” across the customer to customer channel across entire customer relationship. Your choice is to battle Marketing, Sales and Service can help create “unpaid against Peer to Peer or facilitate it armies” of helpers] Social Media Monitoring + Text Analytics Text analytics can greatly improve the accuracy of Step 2: Combine several layers of analysis [Combine + Other Structured Data SMM, especially when used across other verbatim Social Media Monitoring (SMM) with text analytics and sources. But the real insight comes from combining structured content] structured and unstructured data Technology will never be 100% accurate. Human Step 3: Enable smart decisioning [Implement intervention is required to spot opportunities and threats decisioning, predictive analytics, and propensity as they bubble to the surface, manipulate structured and modeling underpinned by a command centre] Outbound Inbound unstructured data and decide on actions Step 4: Define the desired customer experience and Hidden within the noise of social media are concrete apply this to business rules [Get the right opportunity opportunities to fix a customer‟s problem, improve a or threat to the right person…] product or service or identify a new sales lead If customers are Tweeting and blogging they are usually Step 5: Link Case Management with Business doing so for a reason… A one to one fire-fighting model Processes […investigate the root cause issues, and will simply not scale to the volumes of social media – embed change into your business processes] beware of setting up another expensive contact centre!Source: Capgemini Consulting analysis Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 8
  • 9. By blending capabilities at Capgemini with Salesforce.com‟s Marketing Cloudplatform, we offer end-to-end solutions that guarantees the realization of businessbenefits from social marketing  The world‟s first unified social marketing suite  Social listening: understand what is happening across 400+ million sources of content about your brand, competitors, and industry  Digital Transformation consulting  Social content: Creating compelling social presences  Marketing, Sales and Service strategy that drive engagement and activity across  Systems implementation and integration paid, owned, and earned channels.  All Channel Experience  Engagement: A single dashboard where everyone  „Immediate‟ Platform for Cloud Services participating in social can engage with customers at their point of need. Orchestration  Workflow & Automation: Integrate social conversations  Digital Shopper Relevancy back into your CRM and deliver them across the  BPO Social media Management Services enterprise.  Measurement: understanding the value of social activities across social channels and campaigns. Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 9
  • 10. A preview of our solution [1 of 4] Listen: Understand what is happening across 400+ million sources of content about your brand, competitors, and industry Measure conversation types and trends. Gauge volume across social media channels. Benchmark overall sentiment with real-time and historical trending. Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 10
  • 11. A preview of our solution [2 of 4] Analyze Consumer Insights: To Engage with the customer you have to understand them Dig deeper and understand the meaning behind the social data - Understand WHO is talking about your brand and decipher the meaning behind their posts - With social insights, you can improve segmentation and conduct in-flight targeting based on real-time social data. Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 11
  • 12. A preview of our solution [3 of 4] Engage: A single dashboard where everyone participating in social can engage with customers at their point of need. Engage enterprise-wide across brands, regions, business units. Route social insight across your company. Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 12
  • 13. A preview of our solution [4 of 4] Measure: Understand the value of social activities across social channels and campaigns. Adapt campaigns in real time with performance analytics. Use data to create new campaigns with proven results. Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 13
  • 14. What is the best way to get started on this journey? Quickly assess theimpact of social channels on your business, mobilize your team and draft aroadmap for your journey to Social Marketing 2.0 Capgemini and Salesforce.com offer a unique 1-day ASE workshop to help you get started • Share our knowledge and market insights on social marketing • Assess your specific ambitions and challenges Level of Insight Knowledge • Define the main benefit areas Objects • Understand which solutions fit where Factbook Participants • Define your high level roadmap for Social Marketing 2.0 • Create the right team to execute the transformation Time Preperation Scan Focus Act By bringing the right team from your enterprise (executives, marketing, sales, R&D, et cetera) and our Capgemini and Salesfoce.com experts into our unique Accelerated Solutions Environment (ASE), the ASE will deliver your Social Marketing high level roadmap – FAST! Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 14
  • 15. Once you‟ve outlined your vision and roadmap, we also recommendlaunching one or two pilot projects to understand and demonstrate the valueof social marketing Our 8-week pilot, can quickly help demonstrate the value of social marketing Start on a limited area The key Integrate social channels of ​brand / country Test quickly. Be agile and Measure quantitative success factors in the ecosystem - study (2 brands - 2 languages - iterative AND qualitative value 3 countries?) 1 week 8 weeks 1 week Definition perimeter Implementation of eListening Brand Adaptation of iterations by keywords Adaptation perimeter listened Marketing Strategic Planning Category Country Mapping and Assessment of Definition of the existing process and systems target goals  Results  Objectives Implementation and test Qualitative and Insights of the target on a pilot  Costs  Architecture quantitative report  Process  Process of pilots Mapping and assessment of Definition of the Consumer Service target goals Consumer  Results  Objectives Implementation and test Service  Costs of the target on a pilot  Architecture  Process  Process Agile Scrum-based iterative approach based on a structured set of phases Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 15
  • 16. For organizations with existing live pilots, we recommend scaling across thebusiness as well integrating conversations into CRM systems for maximumenterprise-wide benefits of Social Marketing 2.0 Integrate social conversations back into your CRM and deliver them across the enterprise Executives Sales Marketing R&D Service Recruiting Capgemini‟s Immediate provides a Cloud Services Orchestration platform to seemlessly integrate multiple best-of-breed SaaS and on-premise applications. Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 16
  • 17. Institutionalize Social Marketing 2.0 with Capgemini and the Salesforce.comMarketing Cloud Select videos Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 17
  • 18. Appendix
  • 19. Social media has had a profound impact on four key marketing components– these provide an opportunity to, in turn, impact the entire organization Impact of social media on marketing strategyIncrease in brand recognition Reach of the message Communication related to the way people perceive different  Popular sites such as Facebook and Twitter are a great way to companies and brands is flooding social media sites and offers share the marketing message and increase its impact insight into all aspects of an organization A company‟s participation in social media can  Content is easily shared and re-posted help you not only track and positively influence throughout the social networks using social reputation but understand online reputation in media tools, reaching a wider audience respect to the competitors in the industry  Incorporating social media outreach and Consumers talking about a company‟s brand offer conversation into the company strategy the opportunity to help form a company‟s generates buzz and drives more people to the corporate identity company‟s spot on the Web Critical MarketingGauging customer satisfaction Components Sales leads generation Social media helps companies leverage direct  While companies cannot limit your social media connection to the public and potential conversations to marketing speak, raising the customers to address concerns of current awareness of marketing messages and customers promotions keeps the audiences up to speed on Companies can gain valuable feedback on everything the company has to offer what customers are looking for and how their  Coordinated SEO efforts in online news services and meets can be met social media platforms is increasingly useful in Interacting with customers can lead to new business opportunities for keeping the company in organic search results and the company and raise existing customer satisfaction enhancing the success of the marketing teamSource: Capgemini Consulting analysis; „Analyzing the Impact of Social Media on your Marketing Programs‟, Vocus whitepaper Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 19
  • 20. Moreover, social media is not just a topic for marketing – the breadth ofpotential benefits across an organization are immense Customer Service Marketing / PR  Provide service before a complaint reaches you Increase Customer Satisfaction  Facilitate customers to support one another Productivity  Enable user-to-user interaction on the social cloud (on their  Reduce response times and lower costs Lower Costs terms) Lower Costs  Deliver consistent multi-channel experience  Low-cost way to get a powerful message across  Increase agent productivity Enhance Brand  Improve understanding of customer needs Reduce Churn  Reduce customer churn Reputation Product Development Sales Increase  Listen to your (potential) customers Increase Success Rate Sales  Generate leads and opportunities (through inbound marketing)  Optimise portfolio of products and services  Increase ease with which you can contact prospects Lower Costs  Leverage the creativity / knowledge of the crowd Extend  Transparency and instant feedback via peer-to-peer  Lower development costs, reduce time to market and increase Potential Reduce TTM reviews/recommendations) help increase sales success rate (minimises recalls) Customer Base Corporate Strategy Recruitment / HR Customer-  Bring Voice of Customer into decision making Increase  Identify what leavers/prospects are saying about you focused Employee Strategy  Predict trends  Identify new talent Loyalty  Improve MI Reporting  Increase employee loyalty and satisfaction, helping to reduce Improve  Competitor watch Lower Costs recruitment costs Intelligence/MI Technology Strategy  Provide service before a complaint reaches you Risk / Compliance Customer Satisfaction  Facilitate customers to support one another Reduce  Reduce response times and lower costs Anti-fraudulent  Improve ability to more quickly identify and Lower Costs  Deliver consistent multi-channel experience  respond to fraudulent activity Activity Reduce Churn  Increase agent productivity  Reduce customer churn Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 20
  • 21. Working with numerous clients across industries, we have identified a hostof valuable lessons based on successful as well as ineffective socialmarketing initiatives Social media marketing cases – Summary of select learnings What companies did right … What companies did wrong … Defining the customer experience, providing a  Poor marketing message to consumers method for two-way conversations, and using the  Ineffective management of customer issues voice-of-the customer data to take action  Poor monitoring and diffusion of negative Focus on customer delight with the creation of sentiments by reactive participation multimedia and interactive marketing initiatives  Masking of the marketing content to give a self- Building customer stickiness by offering services serving and promotional impression specifically for loyal brand followers  Positioning of the company on social media Having a dedicated team that gauges customer incongruent with its public perception sentiment on social media via analytical tools and responds accordingly  Poor execution and timing of the social marketing campaign Allowing consumers to participate in the running and shaping of the company Leveraging the best practices of successful companies and capturing the social media ineffectiveness ofnot-so-successful ones, we can build a comprehensive marketing model for effective social media integration. Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 21
  • 22. Our unique proposition is in the provision of an intelligent decisioning engineturning Insight into ActionCustomers are creating a petabyte of data By using Social Insight into Action, XYZ and ANALYSE what people are saying ...then RESPOND by turning this socialabout organisations every day. Let´s take a about them and their competitors, and filter insight into real action across their existingsample of what XYZ Corporation customers Corporation can continually LISTEN to...have recently said, for example... out the noise... enterprise systems and processes. Social Insight Into Action: When Social CRM meets Business Process Management “Hi Jane, On behalf of XYZ Corp. we are sorry to hear ofScenario 1 your experience. Please be Customer Interaction Vision“I ordered a phone three advised this matter is beingweeks ago and it still investigated”hasn´t arrived!” - Jane“ @Celebrity Tweeter – “We‟re delighted you‟ve purchased a newScenario 2 Smartphone and would love to hear your Level 2 feedback! We‟ve released a user guide on the“Can´t wait to get home to Filter 1 Community Case Management app store for you.”my Smartphone... it´s justlike my pet dog” - Opportunities @General Forum Tweeter –Celebrity Tweeter “Smartphone company is pleased to offer all Filter 2 Social Media Threats Level 1 Celebrity fans a 5% discount with SmartphoneScenario 3 Monitoring Filter 3 Reactive Response Level 3 orders by end of Nov.” Business Process Text Analytics“It loses signal really Management Manufacturer creates a teameasily” comprising product marketing, product engineering and“The reception legal to investigate reception issueis intermittent” Launch outbound marketing campaign to offer customers a“The reception is solutionsometimes very poor” Customer Insight Command Centre Cross-Selling Business Rules changed to offer free solution product with all purchases Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 22
  • 23. However, effective integration will happen only if companies assess theircurrent social engagement maturity and apply strategies that are most aptand relevant to their situation The Social Engagement Maturity Model - Dimensions  X-axis: Connect with the consumer  This axis represents the maturity of the firm in dealing with the consumer via social media The Outside/Market  It points to the amount of efforts and the strategy undertaken for handling the customer -facing via social media Perspective  It also comprises the type and the level of integration between channels (email, chat, Facebook, Twitter, etc.) used in interacting with the consumer  Y-axis: Internal adoption of social media Approach  This axis represents the inherent maturity of firm in adopting social media practices that directly or indirectly affect the consumer The Inside Perspective  It talks about the scale of social media processes & technologies and people governance policies implemented internally to cater to the customer  Z-axis: Business impact of strategies  This axes measures the impact that the market-facing and internal efforts have on the The Outcome business in terms of customer satisfaction, cost reduction, profit improvement and employee engagement Source: Capgemini Consulting analysis Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 23
  • 24. Categorizing firms into different stages of social engagement maturity willenable them to apply strategies that are most relevant and effective forcustomer experience transformation The Social Engagement Maturity Model Source:Capgemini Consulting analysis; „The Gartner CEM Maturity Model‟, Nov 2011; „2012 Strategic Road Map for Business Gets Social‟, Gartner, Jan 2012 Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 24
  • 25. Assessing the maturity of customer experience activities on different parameters allows companies to identify gaps and address those by applying relevant strategies Customer experience maturity assessment Assessment Initial Developing Optimizing parameters Vision Bottom-up siloed approach – C-level sponsored vision for usage of social Majority buy-in with a united vision for cross- department-specific vision for customer media, but not a consistent buy-in by all enterprise customer experience via social media, as experience via SM it is seen as a key enabler for business Strategy Reactive approach  focus on fire- Proactive approach  proactive focus to Predictive approach  consistent & integrated fighting customer issues reach out and solve customer grievances approach of usage of social media for forecasting via social media and preventing customer issues Multichannel Telephoning and email are the dominant Instant messaging/online chat, online Fully integrated channels, right from telephone, & integration channels of customer interaction forums and Twitter, etc integrated with the email to Facebook & Twitter, giving a holistic view of traditional channels the consumer People People mainly handle rudimentary calls, People are empowered to solve customer Fully engaged employees; capable, competent & governance not empowered enough to address issues on the fly; more capable in handling empowered to handle customer issues across customer issues; disengaged new communication channels channels in real-time; see growth in the firm Metrics A single annual customer satisfaction Consolidated view of metrics, but not Hierarchy of customer experience metrics fed into survey; low enthusiasm in seeking aligned to each other to give a holistic view top level business goals feedback of issues Responsibility of Customer experience department as a Department-specific responsibility is still Well-established cross-enterprise governance of initiatives single unit takes the responsibility of prevalent, but slowly shifting towards customer experience via social media using social media enterprise-wide governance Processes Social customer experience processes Working on improving the top Continue to optimize top processes to achieve a adopted based on intuition of firms two to three processes that affect customer-centric focus the customer experience via social media Technology No applications or tools bought with Implementation of SM technologies for Focus on integration of social media technologies, explicit focus on improving the customer customer experience, although siloed in across channels and processes providing a single experience different departments and not giving a view of the customer holistic view of the consumerSource: Capgemini Consulting analysis; The Five Stages of Social CRM Adoption, Gartner, 2011 Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 25
  • 26. Capgemini can also provide Social Media Management as a service Comparative Advantages Internal Managed Service  Locked into one tool  Varied toolset Technology  Ever-changing SM Platforms  Constant evaluation of tools in the marketplace  Not commercially viable to use multiple tools  Active tracking of new SM platforms Cost  High resource costs.  Low-Cost centers  Multiple types of skills required  Mutualized & multi skilled centers  Training & ramp-up costs  Tools/ infrastructure cost included  Tool License Renewals & Upgrade  Specialized resources required  Strong bench strength Setup Time  Tool training and ramp up time  Existing trained resources  Infrastructure Set-Up  Infrastructure built -in Organizational  Intra company organizational responsibility  Shared services model with overall Agility  Competing priorities and requirements corporate responsibility  Multiple channels of delivery  Layer of Human Intelligence  Business process knowledge Low risk & cost of entry while retaining flexibility and agility. Social Marketing 2.0 Copyright © Capgemini 2012. All Rights Reserved 26
  • 27. About CapgeminiWith more than 120,000 people in 40 countries, Capgemini is oneof the worlds foremost providers of consulting, technology andoutsourcing services. The Group reported 2011 global revenuesof EUR 9.7 billion.Together with its clients, Capgemini creates and deliversbusiness and technology solutions that fit their needs and drivethe results they want. A deeply multiculturalorganization, Capgemini has developed its own way ofworking, the Collaborative Business ExperienceTM, and draws onRightshore ®, its worldwide delivery model.Rightshore® is a trademark belonging to Capgemini www.capgemini.com The information contained in this presentation is proprietary. © 2012 Capgemini. All rights reserved.